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Local Programs (local + program)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	50%

Selected Abstracts

Addressing Racial and Ethnic Disparities in Health Care: Using Federal Data to Support Local Programs to Eliminate Disparities

HEALTH SERVICES RESEARCH, Issue 4p1 2006
Thomas D. Sequist
To reduce racial and ethnic disparities in health care, managers, policy makers, and researchers need valid and reliable data on the race and ethnicity of individuals and populations. The federal government is one of the most important sources of such data. In this paper we review the strengths and weaknesses of federal data that pertain to racial and ethnic disparities in health care. We describe recent developments that are likely to influence how these data can be used in the future and discuss how local programs could make use of these data. [source]

Linking program implementation and effectiveness: Lessons from a pooled sample of welfare-to-work experiments

JOURNAL OF POLICY ANALYSIS AND MANAGEMENT, Issue 4 2003
Howard S. Bloom
This paper addresses the question: How does implementation influence the effectiveness of mandatory welfare-to-work programs? Data from three large-scale, multi-site random assignment experiments were pooled; quantitative measures of program implementation were constructed; and multilevel statistical modeling was used to examine the relationship between program implementation and effects on short-term client earnings. Individual-level data were analyzed for 69,399 sample members and group-level implementation data were analyzed for 59 local programs. Findings indicate that, other things being equal, earnings effects are increased by: an emphasis on quick client employment, an emphasis on personalized client attention, staff caseloads that do not get too large, and limited use of basic education. Findings also show that mandatory welfare-to-work programs can be effective for many types of people, and that focusing on clients who are especially job-ready (or not) does not have a consistent influence on a program's effectiveness. © 2003 by the Association for Public Policy Analysis and Management [source]

Reinventing a Large Nonprofit: Lessons from Four Voluntary Health Associations

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 3 2001
Anne P. Standley
This article describes attempts by four voluntary health associations to obtain their member organizations' consent to an emphasis on national rather than local goals and to new structures that centralized the members' management and governance functions while keeping service delivery decentralized. It argues that at three of the four associations, the member organizations agreed to a restructuring because the national organizations won their trust through a broadly inclusive decision-making process and because the members were persuaded that the restructuring would increase resources available for local programs and services. Although the shift in focus to national goals risks diminishing local support, the reorganizations are evidence of a broadly felt need in nonprofit associations for a new decision-making model and for new roles for volunteers that take better advantage of their community relationships. [source]